10th Edition

Managing Organizational Behavior

Moorhead & Griffin

Chapter 12

Leadership

2012 South-Western, a part of Cengage Learning

All rights reserved.

Prepared by Charlie Cook

The University of West Alabama

Chapter Learning Objectives

After studying this chapter you should be able to:
Characterize the nature of leadership.
Trace the early approaches to leadership.
Discuss the emergence of situational theories and
models of leadership.
Describe the LPC theory of leadership.
Discuss the path-goal theory of leadership.
Describe Vrooms decision tree approach to leadership

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The Nature of Leadership

Leadership
Is a process which involves the use of non-coercive influence
Is a propertythe set of characteristics attributed to someone
who is perceived to use influence successfully
Is influencethe ability to affect the perceptions, beliefs,
attitudes, motivation, and/or behavior of others

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12.1

Distinctions Between Management and Leadership

Activity

Management

Leadership

CREATING AN
AGENDA

Planning and budgeting. Establishing detailed

steps and timetables for achieving needed
results; allocating the resources necessary to
make those needed results happen

Establishing direction. Developing a vision of the

future, often the distant future, and strategies for
producing the changes needed to achieve that
vision

DEVELOPING A
HUMAN NETWORK
FOR ACHIEVING
THE AGENDA

Organizing and staffing. Establishing some

structure for accomplishing plan requirements,
staffing that structure with individuals,
delegating responsibility and authority for
carrying out the plan, providing policies and
procedures to help guide people, and creating
methods or systems to monitor implementation

Aligning people. Communicating the direction by

words and deeds to all those whose cooperation
may be needed to influence the creation of teams
and coalitions that understand the vision and
strategies and accept their validity

EXECUTING
PLANS

Controlling and problem solving. Monitoring

results vs. plan in some detail, identifying
deviations, and then planning and organizing
to solve these problems

Motivating and inspiring. Energizing people to

overcome major political, bureaucratic, and
resource barriers to change by satisfying very
basic, but often unfulfilled, human needs

OUTCOMES

Produces a degree of predictability and order

and has the potential to consistently produce
major results expected by various
stakeholders (e.g., for customers, always
being on time; for stockholders, being on
budget)

Produces change, often to a dramatic degree, and

has the potential to produce extremely useful
change (e.g., new products that customers want,
new approaches to labor relations that help make
a firm more competitive)

References: Reprinted with the permission of The Free Press, a Division of Simon & Schuster Adult Publishing Group, from A Force for
Change: How Leadership Differs from Management, by John P. Kotter, 1990. Copyright 1990 by John P. Kotter, Inc. All rights reserved.

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Early Approaches to Leadership

Trait Approaches to
Leadership
Attempts to identify stable and
enduring character traits that
differentiate effective leaders
from non-leaders focusing on:
Identifying leadership traits
Developing methods for measuring
them
Using the methods to select
leaders

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Behavioral Approaches to Leadership

Attempts to identify behaviors that differentiate
effective leaders from nonleaders
Early Studies in Behavioral
Approaches to Leadership

The Michigan
Studies

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The Ohio State

Studies

The Leadership
Grid

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Early Behavioral Approaches to

Leadership: The Michigan Studies
Results indicated two
fundamental leader
behaviors:
Job-centered behavior
Paying close attention to the work of
subordinates, explaining work
procedures, and demonstrating a
strong interest in performance

Employee-centered behavior
Attempting to build effective work
groups with high performance goals

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Early Behavioral Approaches to

Leadership: The Ohio State Studies
Defined two independent
dimensions of leadership:
Leader consideration behaviors

Showing concern for subordinates

feelings and respecting subordinates
ideas
Leader initiating-structure behaviors

Clearly defining leader-subordinate

roles such that subordinates know
what is expected of them

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Early Behavioral Approaches to

Leadership: The Leadership Grid
(Formerly the Managerial Grid)
Provides a means for
evaluating
leadership styles
and then training
managers to move
toward an ideal style
of behavior

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The Emergence of
Situational Leadership Models
Situational Models
Assume that appropriate leader behavior varies
from one situation to another situation

Seek to identify how key situational factors interact

to determine appropriate leader behavior

The Leadership Continuum Model

The model of Robert Tannenbaum and Warren H.
Schmidt that underlies research in this field

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12.3

Tannenbaum and Schmidts Leadership Continuum

Source: An exhibit from How to Choose a Leadership Pattern by Robert Tannenbaum and Warren
Schmidt, Harvard Business Review (MayJune 1973). Reprinted by permission of the Harvard Business
Review. Copyright by the Harvard Business School Publishing Corporation; all rights reserved.

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The LPC Theory of Leadership

LPC Theory of Leadership (Fiedler)
Contends that a leaders effectiveness depends on
the situation
Assumes a task or relationship focus for leaders
High LPC (Least Preferred Coworkers) leaders are more
concerned with interpersonal relationships
Low LPC leaders are more concerned with task relevant
problems

Posits that situational favorableness factors

determine proper leadership focus
Leader-member relations
Task structure
Leader position power
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Situational Leadership Models (contd)

Path-Goal Theory (Evans and House)
Focuses on the situation and leader behaviors in
suggesting that leaders can readily adapt to
different situations
Assumes that leaders affect subordinates
performance by clarifying the behaviors (paths)
that will lead to desired rewards (goals)
Defines types of leader path-goal behaviors:
Directive
Supportive
Participative
Achievement-oriented
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Situational Leadership Models (contd)

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The Path-Goal Theory (contd)

Situational Factors Affecting the Leader
Behavior Choice
Personal characteristics of subordinates
Locus of control

Perceived ability
Characteristics of the environment
Task structure

The formal authority system

The primary work group

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Vrooms Decision Tree Approach

Decision Tree Approach to Leadership
(Vroom, Yetton, and Jago)
Attempts to prescribe how much participation
subordinates should be allowed in making
decisions

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Vrooms Decision Tree Approach (contd)

Decision Tree Choices:
Time-driven decision must be made on a timely
basis
Development-driven decision can be used to
improve/develop subordinates decision-making skills

Endpoint Decision Styles for Managers

Decide

Delegate
Consult individuals
Consult group

Facilitate group
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